Start with the information that shapes the work
Before a creative team can pick up the work, it needs enough context to understand the assignment, gauge its size, and see which decisions are still open. More detail only helps when it shapes the work.
Start with why the asset exists
“We need three ads” names the output. Add the moment, audience, and intended action: what is happening, who needs to respond, and what should they do next?
For example: “We are launching the spring collection to existing customers. These ads should introduce the new line and bring people to the collection page.” The team now has a business moment, an audience, and an intended action.
Make the scope countable
Words such as “campaign,” “social,” and “web assets” sound specific until someone has to estimate them. Name the asset, channel or placement, quantity, and required sizes, lengths, crops, languages, or versions.
If part of the scope is unknown, say so. “Three paid social ads, placements to be confirmed by Maya on Tuesday” shows both the known work and the dependency.
Point to the material the team should trust
Attaching a deck is rarely enough. Say whether it contains approved source material, background, visual references, or an example of what to avoid. Point to the useful pages when you can.
“Use slides 8 through 11 for approved photography” saves the team from interpreting a 70-page planning deck. It also reduces the chance that an outdated statement becomes creative copy.
Show the dates and the decision path
A launch date tells the team when the audience sees the work. Final delivery says when files leave creative. First review says when a directional decision needs to happen. Include each date that applies.
Name who will review, who will consolidate feedback, and who has the final call. Then leave room for the creative team to solve the assignment. Useful intake sets direction and constraints without prescribing the creative answer.